Author Archive
February 2, 2012 | Author admin
Leadership Lessons from Watching Politics
I’ve been watching the presidential primary race with some interest. I’m interested in politics and I strongly believe as citizens, we should strive to know something about the people who want our trust; and our vote.
There’s something about political campaigns, and politicians in general, that I find interesting. We think of politicians as leaders, but watching their behavior it’s clear that most really aren’t. That may seem a little harsh, so let me explain. Most of the politicians I’ve seen look different than they did a few years ago. I mean that in general terms. Politicians tend to swivel with the wind; kind of like a weathervane. There some few exceptions. John Adams could not be swayed from his belief in government’s duties, and it cost him dearly. Lincoln believed in the sanctity of the Union above all else and would not compromise on that point. Coolidge believed in the ability of the market to grow the nation’s economy. Reagan would not budge from a position of national strength. Unfortunately though, politicians too often express a firm belief in the opinion that’s popular at that time, or for that audience. While the political stage is a very different environment, I do see some lessons for leaders in all this.
1. It’s hard to consistently say things you don’t really believe. At some point you’ll slip and say what you really think, or you’ll get caught up in conflicting statements as you try to please everyone.
2. Values are not situational and core values don’t often change. Leaders who don’t clearly define their own core values, and stick to them, set themselves up for an internal conflict that can destroy them.
3. You can’t sell snake oil for any length of time. When people find it doesn’t really work, they’ll come for you and it won’t be pleasant. People are allowed to make mistakes, but when you start out with something that you know is flawed, you’re headed down the road to ruin.
4. You can’t please everyone. Those who try end up pleasing no one. A peer of mine used to tell his boss one thing, his workers something else, and when the senior leadership was around, his story would change again. It wasn’t long before he lost everyone’s trust and became marginalized and irrelevant.
5. You don’t know everything. My favorite leaders were those who admitted to what they didn’t know. That doesn’t mean they remained ignorant, just that they didn’t try to act on issues until they had filled in their knowledge gaps. Remember that ignorance is merely not knowing, and it can be fixed. There is no shame in ignorance. On the other hand, stupidity is acting on ignorance, and as the saying goes, you can’t fix stupid.
I use the political analogy because it’s very public, and because leaders have to deal with politics in the workplace. The best way to do that is to know who you are, and what you believe. Then stick to it.
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January 25, 2012 | Author admin
Who’s the Real Leaders?
I just finished reading an article in which the author laments that “everyone” as he says, is called a leader, or is considered to be on one or another leadership track; something which, outside of the military just isn’t true. This author thinks we’re better off referring to most leaders as managers. I take exception to the belief that only the most senior people should be considered leaders. Leadership is more complex than that. It’s an expensive mistake to assume that there is no need to consider supervisors and managers as leaders.
People are a resource and as such they need to be managed. But, unlike the warehouse forklift, they also respond to leadership. The shop supervisor or office manager, who are the lower tier of the leadership model, provide that leadership every day. The problem is, it isn’t always good leadership. In fact supervisors and managers who don’t understand the fundamentals of good leadership are almost always going to provide bad leadership. This level primarily has management responsibilities, and most likely also has technical tasks to perform as well. At this lowest level, leaders don’t deal with the broader issues but provide the actual leadership that can make or break an organization. They have the most day-to-day, face-to-face contact with your workers.
At the highest end of the leadership model are the senior leaders and executives. This level is often considered where real leadership resides. But it’s a very different type of leadership than the supervisor or manager. Their leadership comes from the way they set the organization’s direction and form its leadership culture, but they seldom actually deal with workers one-on-one. In fact, this level is often more concerned with management issues and their leadership comes from how they deal with those high-level issues.
In between these two levels are the much maligned middle managers who often have the responsibility of bridging the gap. They usually deal with at least some personal leadership but also are beginning to have some involvement with the higher-level management issues. What really puts them in their own category is that they also lead leaders. Just like their workers, leaders can be managed, but real success will only come when leaders lead leaders.
All leaders, to some extent, are managers. Most managers practice at least some form of leadership. Failing to understand this basic fact will cost your organization a lot of money.
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January 18, 2012 | Author admin
Misunderstood Millennials – Some Real Statistics
I continue to be amazed at the ever increasing number of studies, books, articles, and comments on the issue of the various generations. In my earlier years, I don’t remember nearly as much discussion about different generations; only general agreement that my parent’s generation didn’t understand my generation. Today, there’s a seemingly unending supply of information out there; and some of it is even true.
Unfortunately, some of it isn’t. That’s often because of a natural tendency to assume that our own experiences are the same as everyone else’s. It’s also common to interpret isolated events as having more meaning than they really do.
A good example is an incident that took place late in 2011. A group of protestors, dubbed Occupy Wall Street, turned violent and damaged some stores and businesses in New York City. What struck me is the news report I heard that stated this event, which involved about 1,000 people, represented the anger of the “younger generation.” Really? Let’s think about that a minute. The population of New York City is about 8 million. One thousand people isn’t even a busy street at rush hour. If this really did represent the “younger generation,” which in and of itself is a stretch, then it was .0012% of that generation’s 81 million people. To say such a sample size really represented anything is what my statistics professor would have called, incorrect.
Better to consider real statistics collected in a properly scientific process. The Pew Research Center has done just such a study which provides a very good look at the Millennials compared to previous generations. The study reveals 75% of Millennials have a social network profile but only 11% use Twitter. Eighteen percent of Millennials surveyed reported that new technology makes life more complicated, which may be a surprise to some. Of those that did have social network profiles, 25% went to those sites less than weekly. There is also a significant difference between older and younger Millennials.
There are some surprises when Millennials are compared to other generations. For instance, 65% of Millennials get news from the television compared to 61% of Xers and 76% of Boomers. Further, 24% of Millennials get news from newspapers, which is even with Xers and only 10% below Boomers.
Another statistic some might find surprising is Millennial views on social issues. All generations agreed overwhelmingly that older people (older people is not defined) have better moral values, work ethic, and respect for others. In just one example of societal viewpoints, 59% of Millennials thought women choosing to be single mothers was bad for society; higher than Xers and only 6 points lower than Boomers.You might also be interested to know that Millennials reported the lowest number of those who recycle from home or buy green products.
What’s it all mean? Quite simply, sometimes the truth is stranger than fiction. But there’s another factor that shows up in some parts of the Pew study. Millennials are doing something that all generations before them have done. They’re changing. In places where the report shows trend data, that change is often exactly in line with previous generations.
My interview with Ty Kiisel and Raechal Logan at TalkingWork was just posted. It’s at TalkingWork.com. My part starts at 39:38.
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January 11, 2012 | Author admin
The Gen X Myth
I was listening to a webinar about how to work with Generation X and was surprised and appalled by the Xer hosts diatribe about other generations. She said she absolutely hated Baby Boomers and wouldn’t work with them. She also felt Millennials were inept. She talked about her own generation’s hatred of working in groups.
Every generation develops a reputation. Usually, that reputation is developed early in the generation and sometimes manages to survive through the following decades. Unfortunately, that reputation is usually based on the actions of a subgroup of the entire generation. For instance, some Baby Boomers spent their early years in a drug induced state, but not all of them did. All generation’s grow, mature, and change, often leaving behind those habits or traits that defined them in earlier years.
That dynamic has changed a little with Generation X. As with all things, the internet began to play a role in the development, and reputation of a generation. While in the past, anyone could write a book that, no matter how long it stayed on the best seller list would only be read by a fraction of the population, the internet allows anyone to spout off about anything with a much larger, and more instant audience. The ubiquitous internet has allowed members of Generation X to tell everyone how bad their life is.
Unfortunately, this high-speed dissemination of information has also allowed opinions to become fact and isolated cases to become main stream. There have been a number of articles and opinion pieces circulating that lament the lack of leadership ability among Xers. These “woe is me” commentaries bewail the future of corporate America as Boomers retire and Xers just aren’t ready to step up.
Let me put all this to rest. I’ve worked with, and supervised many members of Generation X and have never had any problems. They worked well in groups, they made fine leaders, and they definitely had valuable input. In fact, when I left my last leadership position, responsible for a large and very complex organization, I had no compunction about leaving “my” organization in the capable hands of an Xer.
Leaders must realize that generations are made of people and each person is different. Yes, some Xers had bad experiences growing up and yes, in general the generation tends to be a bit skeptical. That’s not all bad though. Something to consider as a leader is that Xers can be a bridge between the old and new. They tend to have a foot in the Baby Boom Generation and the Millennial Generation.
Before the internet, the blathering of a few malcontents was usually seen as just that. Today, the speed and reach of information gives those malcontents a new venue. Leaders must still see this for what it is. Your own experience is still one of your best guides.
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December 28, 2011 | Author admin
New Year’s Resolutions or Goals
Every year I advise people to forgo the usual New Year’s resolution process. Few people ever actually stick to their resolutions even though I often hear something like “I’m really going to do it this year.” I heard that last year though, and the year before. Here’s a better idea.
If your fiscal year corresponds to the calendar year, review your strategic plan (or develop one) and evaluate your goals. Are you on track to accomplish those goals? Perhaps you have accomplished some of the goals you set last year. Another essential question to ask is whether your goals are still valid. It is not unusual to find that a goal that was set last year has been overcome by events and is no longer important. This happens sometimes, especially with today’s pace of change. Even though you have resources invested in that goal, it’s best to cut your losses early and move on.
If your fiscal year does not start on January 1st, then enjoy the new year and keep working your plan. When your new fiscal year starts, look at the plan and evaluate your goals.
When you follow a good goal setting process, and regularly track those goals, they are much better than any New Year’s resolution. There’s one more thing you can do to start your year off right, no matter when that year actually begins. Tell everyone in the company about the goals that you accomplished and make sure they know that you know those accomplishments were because of their hard work. That’s a key step in starting the year off right!
If you really want to make resolutions, be my guest. Like so many other people, you can resolve to get in shape and pay upfront for that one-year membership at the fitness club. But, ask yourself why they ask for a whole year up-front. It’s simple – they know they won’t see you past the end of February, but they will still have your money.
Good goal setting isn’t like that. When you have a good goal setting process there is an organizational effort to meet the goals and move the company forward.
Have a happy, resolution free New Year.
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December 14, 2011 | Author admin
Speak and be Heard!
Are public speaking skills essential to being a good leader? It’s a question I read recently and at first, it was one of those things that make you say, “Well, obviously.” But as I read a little more of the question, I began to understand the person was really asking if good public speaking skills were essential to the effectiveness of a good leader.
To answer this question, you have to understand that good public speaking is part of the overall communications equation. It is important for leaders to learn to speak well. But the other part of the communications equation is important too, and has more to do with the impact of the leader in the long run, and that’s the ability of the leader to listen. An important part of listening is the ability to understand what people are telling them. This is especially important for new leaders.
It’s important for new leaders to develop the ability to listen to, and understand their workers needs and concerns. If a leader doesn’t do that, listen and gain understanding, then when they do speak, they won’t have a lot of credibility because, frankly, they don’t know what they are talking about.
There’s another element to credibility. Workers expect their leaders to represent them, to understand their concerns so when they go to those meetings that the workers never attend, they will be able to express the workers needs and concerns to everyone else. That’s what workers are looking for in the effectiveness and impact of a leader.
As a leader grows and develops and reaches more responsible positions, the ability to speak becomes more and more important. At the senior executive and CEO level, the ability to speak well, and use those slides, becomes even more critical. But always remember, speaking skill is nothing if you haven’t first listened so you know what you’re supposed to be saying.
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December 7, 2011 | Author admin
What Books Should Leaders Read?
This is a question I hear a lot. It’s a good question; leaders should be avid readers on a variety of subjects. But, as one who has read a lot of leadership books, and even written a couple, I warn you they can be dangerous!
What! Dangerous? How can that be?
Leadership books provide a great source of information to help leaders improve their skills and there are many different types of books available. Some, like those written by Jim Collins are based on careful analysis of detailed research. Others, like those penned by John C. Maxwell, who has written more books than I can count, also contain careful research but rely more on his and other’s individual experiences rather than large population studies. Some books concentrate on the success or failure of one particular individual or company. But no matter how they are written, all leadership books contain the point of view and experience of the author. That’s not bad.
The problem is that while most authors study their subject extensively and have at least some expertise, many readers unfortunately do not. Those readers often have never learned the basics of leadership and so don’t really know how to apply the concepts that the books present. One leader I know read a leadership book that presented some fairly advanced ideas and he decided he would implement those ideas. While that was a noble thought, he completely lacked the fundamental leadership skills necessary to actually apply those techniques and he really just looked silly.
Compare leadership books to a cookbook. I like to occasionally dabble in the kitchen. A chef I’m not, but I like to attempt new creations. I usually succeed without major catastrophe, but I still have to keep it relatively simple because I have never had training in the basics of cooking. I often have to learn what specific terms I see in recipes mean and figure out how to do that particular technique. Sometimes that works and sometimes it doesn’t. But when cooking, I can’t really hurt anyone but myself and my wife is very good about giving honest and immediate feedback.
The office environment isn’t that way. When a leader tries to apply a specific technique, without a clear understanding of the underlying leadership basics, the organization can suffer, people can suffer, and chances are good that the boss won’t get the necessary feedback until the damage is done.
Don’t misunderstand. I want leaders to read and learn from the vast pool of knowledge and experience that’s available at the bookstore. But if they don’t have a basic understanding of leadership fundamentals, that’s where they should start.
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November 30, 2011 | Author admin
Those Slackers
One of the biggest problems for team leaders is dealing with team members who don’t want to do their share. These slackers are always a problem for leaders, but I’ve found there are some basics of leadership that will significantly reduce that problem.
Since much of my leadership experience comes from a long career in the military, I’m often asked why the military, seems to have more dedicated people. There are exceptions, but on the whole, I firmly believe they do. There are two basic reasons.The first is a feeling of membership in something important and much more than just the individual. That’s instilled into a young recruit from the first day. Civilian leaders have pointed out that they don’t defend the nation or anything nearly as high sounding. True, but it’s a leadership challenge to make employees understand why what they do is important and how they are part of something bigger than themselves. If a leader can’t do that, they need to ask why.
The second is again something the military instills from the first day. That is the necessity to do your job right because others are relying on you. Your failure to perform can have dire consequences for others just as their failure can affect you. That’s easy to translate to non-military situations, especially in an industrial setting. Quite simply in any organization, if you fail to do your job, you will cost the company money and everyone suffers.
Another effective technique is to train and empower lower level leaders to take action to correct slacker behavior. This, along with a healthy dose of peer pressure, often brings the slacker in line and can even turn him or her into an asset. But it doesn’t always work and sometimes saying good-bye is the best option. Which is another lesson leaders must learn. I’ve been guilty of holding on too long, thinking I could fix the individual. Leaders must remind themselves that fixing people who don’t want to be fixed is not their job. Helping everyone else make the company succeed and excel is.
Helping everyone understand that they are part of a team, that their contribution to that team is important, and that the team is relying on each member for everyone’s success are vital steps to dealing with the slacker in the organization. But the most important step is to make sure everyone understand that they are part of something important and bigger then themselves. This belief has to be genuine. When it is, you’ll have significantly fewer issues with slackers.
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November 23, 2011 | Author admin
Who’s in the Planning Process – and When?
Should we involve our team in the planning or should they only be involved in planning the implementation rather than the plan itself?
Some years ago it was popular to include worker level people in executive level planning. The thought was to “get their buy-in.” I never saw this work. In most cases those people did not have enough knowledge about what was being discussed (I’m not referring to their intelligence, just their knowledge and experience) and felt out of place. Also, many workers don’t want to be involved in that level, though that’s open for a whole different discussion.
But, I’ve also learned that those worker level people have something that the executive level often either doesn’t have or has lost, and that’s direct knowledge of what it takes to accomplish a goal.
With that in mind, I found the most success when leaders who are on the planning team solicit, and seriously consider input from their workers. That input is critical in the strategic planning process I’ve developed. That input provides a basis for the elements of the plan that come before goals and objectives.
Goals and objectives are set by the planning team; however, they are not finalized until the planning team members have taken them back to their own areas and received the input of those who are actually going to do the work. Without that input, the planning team is very likely to miss necessary steps and underestimate the time and resources necessary for success.
Now, I know someone will say that the workers will tend to pad the requirements to make it easier on themselves. That’s why I emphasize that planning is a leadership activity. That sort of thing may happen and can’t be eliminated completely, but with leaders who have established trust and good communication, the problem is much less likely to appear.
One more thing. If you have a small team that works very closely together, then it probably is wise to include them all in the planning process. If you do, additional caution is warranted because that extra check and balance for goals is not there. It’s a little easier for the members of the team to agree to things that are not possible just to avoid looking like they’re not “on-board” in front of the rest of the team. Again, leadership!
You should involve the workers in the planning process, but at the right time.
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November 16, 2011 | Author admin
Push Buttons, Email, and Videos
I’m late with this blog because of technology. You see, I’m from a generation that was impressed when push button phones appeared. Those phones had two extra buttons; a pound sign and an asterisk. We were told that those didn’t do anything, but someday they would provide wonderful new capabilities. But the techno world was not happy with a couple of extra buttons. Not at all. First they took away the phone cord. Then they figured out how to make the phone small enough to fit in our pockets. Then they gave us email so we might not have to use the phone at all. Or maybe not as much. And that’s where the trouble started.
I’m not completely backward and have become pretty familiar with email and consider myself to have some expertise with Microsoft Outlook, which I’ve used for years. So, when I realized that it was time to clean up and archive, I thought it would be easy. It wasn’t. Somewhere along the line, I managed to lose all my calendar and contact data. Fortunately, that phone that fits in my pocket has all that stuff too, but it took me several hours to straighten out the problem; time I could have been using to figure out the next technical issue.
That’s video blogs. I’ve decided to try this latest thing (well latest to me anyway) but it hasn’t come easy. It’s taken awhile to figure out the details and get this far. I do have an advantage though. My son, who comes from a generation that never really knew phones didn’t used to have buttons, understands all this stuff and is usually available to bail me out when I’m in over my head. Which is way too often.
And that brings me to the point of all this. The world has changed, and along with it the workplace. No longer does the old guy with all the corporate knowledge have all the answers. In fact, that guy may actually be getting in the way. He’s seen more real change than anyone in the younger generations, but he hasn’t seen the current pace of change. So, those of us who have been around a while need to be open to the capabilities of the younger folks who understand the technology that is so vital these days.
But, before the younger generation gets their heads too swelled, remember that older guy does possess the corporate knowledge and definitely still has much to contribute. It’s something of a new paradigm to many, but we have to learn from each other. That means people my age can learn from people my son’s age, but people my son’s age can still learn from the old guy.
There’s a lot more like this in my book, Balancing the Generations: A Leader’s Guide to the Complex, Multi-Generational 21st Century Workplace.
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This book will make you a more effective leader. If you were born between 1900 and 2000 and are in the 21st Century workplace, you need to read this book!
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